Food Security Action Planning - IUFN · Integral Strategy Community of Practice Website:...

Food Security Action PlanningA Collaborative Roadmap for Achieving Community Food Security in

the Capital Regional District

Integral Strategy Action Group

Facilitated by —

May 2013

A Collaborative Roadmap for Achieving Community Food Security in the Capital Regional DistrictIntegral Strategy Community of Practice Website: [email protected] ii

Preface

Inspired by the statistics and stories presented by Kristina Boris on localfood security issues at the launch of our Vital Signs 2012 report, the VictoriaFoundation convened a series of roundtable discussions and site visits asresearch on proactive granting. We listened, and heard many voices andperspectives. The Victoria IntegralTM Strategy Practice offered to model anoutcomes road map approach to a “wicked problem”, and we recommendedthe complex, multi-layered, essential issue of food security for our islandcommunity.

A Danish proverb reminds us that “He who gives to me teaches me to give”.The “knowledge philanthropists” involved in crafting this report gave freelyand generously of their time. We are grateful for the leadership of theIntegral Strategy group, Carol Hall, the Advisory panel, concernedcommunity funders and key participants who spoke frankly and thoughtfully

on this issue. We appreciate and honour their time, research materials,reflective thought and passion that was voiced. The following pagessummarize months of discussions and will guide us to further action. At thefoundation, we will listen again to the feedback on this draft as it iscirculated, and highlight food security in our 2013 Victoria’s Vital Signs®

survey and report. Citizens will help us prioritize investment in the actionsteps that our partners and community organizations believe are positiveand possible.

Thanks to all for helping us in our mission of connecting people who carewith causes that matter®. This is vital work.

~Sandra Richardson, CEO, Victoria Foundation

A Collaborative Roadmap for Achieving Community Food Security in the Capital Regional DistrictIntegral Strategy Community of Practice Website: [email protected] iii

Acknowledgements

The Integral Strategy Community of Practice Team comprised of Bob Yates,Ron Cox, Evert Kenk, Sophie Graine, Bev Suzuki and Eric Lott would like tothank the members of the Action Committee (see Appendix 2 for members)for their commitment and hard work in taking part in the conversations givingof their time and knowledge and bringing a sense of reality and reliability tothe Strategy Roadmap. Also much appreciated and integral to the processwere the participants who gave of their valuable time at the Community FoodNetwork Workshop (see Appendix 2 for participants) providing direction as tostrategic approach envisioned for engaging with, maintaining andimplementing the Strategic Roadmap.

The Team also wishes to give special thanks to Marg Rose of the VictoriaFoundation for having faith in this new process and providing both theopportunity to take on the challenge of developing “A CollaborativeRoadmap for Achieving Community Food Security” in the Capital RegionalDistrict and her on-going support and tireless energy in bringing thenecessary pieces together for success. Also thanks to Keith Jones andDavid Forrest for their mentorship of our Integral StrategyTM learningexperience.

The many beautiful sketches scattered through and bringing life to thedocument capturing food related aspects of the local community arecourtesy of Sophie Graine – many thanks for these!

A Collaborative Roadmap for Achieving Community Food Security in the Capital Regional DistrictIntegral Strategy Community of Practice Website: [email protected] iv

Table of Contents

PREFACE .................................................................................................. II

ACKNOWLEDGEMENTS ..................................................................... III

PART A: STRATEGIC ROADMAP.........................................................1

1. INTRODUCTION ................................................................................1

1.1 PURPOSE AND ROADMAP DEVELOPMENT .......................................................................................................................................................................... 11.2 ALIGNMENT AND SCOPE.................................................................................................................................................................................................... 21.3 ROADMAPS ARE DYNAMIC ................................................................................................................................................................................................ 3

2. INTEGRAL STRATEGY....................................................................4

3. STRATEGY ROADMAP ....................................................................5

4. STRATEGIC APPROACH.................................................................7

5. IMPACTS..............................................................................................8

PART B: CAPABILITY AREAS...............................................................9

6. CAPABILITY AREA DESCRIPTIONS..........................................10

6.1 LOCAL FOOD PRODUCTION ............................................................................................................................................................................................. 116.2 LOCAL FOOD STORAGE AND PROCESSING ....................................................................................................................................................................... 156.3 FOOD DISTRIBUTION NETWORK ...................................................................................................................................................................................... 176.4 FOOD RECOVERY AND WASTE MANAGEMENT ................................................................................................................................................................ 216.5 FOOD ACCESS AND CONSUMPTION.................................................................................................................................................................................. 256.6 FOOD LITERACY AND KNOWLEDGE................................................................................................................................................................................. 296.7 COORDINATION, COLLABORATION AND PARTNERSHIPS.................................................................................................................................................. 316.8 ASSETS, RESOURCES AND INVESTMENTS ........................................................................................................................................................................ 356.9 INNOVATION AND EFFECTIVE PRACTICES........................................................................................................................................................................ 37

APPENDIX 1 STRATEGY ROADMAP (SMALL SCALE) [COPIES OF THE ROADMAP ARE AVAILABLE FROM CR-FAIR] 38

APPENDIX 2 PARTICIPANTS IN DEVELOPING THE STRATEGY ROADMAP 39

A Collaborative Roadmap for Achieving Community Food Security in the Capital Regional DistrictIntegral Strategy Community of Practice Website: [email protected] 1

PART A: STRATEGIC ROADMAP1. Introduction

1.1 Purpose and Roadmap Development

Funding agencies like the Victoria Foundation work with the manyorganizations providing a variety of food security programs andservices throughout Victoria’s Capital Region. A key challenge forfunding organizations, such as the Victoria Foundation, is thefragmentation, overlap and apparent duplication of programs andservices being provided and the lack of formal coordinationbetween the various program and service organizations. The lackof a holistic picture of the entire food security system and who isdoing what makes it difficult for funders to adequately understandwhere their funding dollars can have the greatest impact.

Over the past year, the Victoria Foundation has been working withrepresentatives from both funding organizations and food securityprogram and service providers. The objective was to start theprocess of identifying linkages between program and servicesorganizations, clarify funding opportunities and to test the ‘appetite’for greater collaboration and coordination amongst the variousprogram and service organizations. Two workshops were hosted inlate February/early March, at which ideas were developed and theneed and desire for greater collaboration and coordination wereexplored.

Following those workshops, the Victoria Foundation asked theVictoria Integral Strategy Practice (VISP) to produce a projectterms of reference to outline how the momentum developed at theworkshop on February 20th can be maintained and an overall foodsecurity strategy developed.

The VISP project team proposed that:

A small Project Advisory Group be established to liaisewith the project team and provide needed food securityexpertise and participate in project workshops;

The initial Strategy RoadmapTM be developed fromexisting materials and in collaboration with the ProjectAdvisory Group;

That this project be linked as appropriate with the CRDFood System Sub-Strategy project and the work of theCapital Region Food and Agriculture Roundtable.

The process and timeline were as follows:

Late March

o Organize the project, including Project Terms ofReference;

o Collect and analyze all background material;

o Create the first version of the StrategyRoadmapTM;

April

o Review and revise the first version of the StrategyRoadmapTM with the Project Advisory Group.

o Identify capabilities, potential synergies andprogram gaps;

o Revise the Strategy RoadmapTM and develop anAction Plan.


Early May

o Conduct workshop with broader community offood security program and service providers tovalidate the Strategy RoadmapTM

o Develop Action Plan and Project Report.

1.2 Alignment and Scope

The Food Security system is perhaps best described as a self-organizing system. That is to say it has no defined control functionor single organization which is responsible for all aspects of itsoperation. It is the sum of many parts, with a multitude of agenciesand organizations, from the public, private and not-for-profitsectors, each of which contributes to its operation andeffectiveness.

The system can also be seen to be aligned with respect to theobjectives and activities of these agencies and organizations, withthe clearest alignment being with the following:

The food producing system – farmers, fishers,organizations and individuals.

The food management system – various not-for-profitagencies which gather food and provide it to those inneed, as well as the for profit system which provides foodcommercially.

The support system of funders, foundations, volunteersand many others who provide the assets and resources tomake the non-commercial system work.

In addition, many public agencies interface with the food securitysystem and both influence and are influenced by its operation:

Local governments including:

o Municipalities – which provide a range of serviceswhich license and constrain the food securitysystem (such as bylaws).

o CRD – which play a role through the RegionalSustainability Strategy as well as other servicesin more rural areas.

VIHA – whose health mandate includes food as one of thedeterminants of health, and which provides a range ofinspection and nutrition services.

Provincial agencies – from Agriculture to Education andother agencies such as the Agricultural Land Commission.

All these factors influenced the scope and boundaries of theStrategy Roadmap process. In particular the roadmap’s focus onthe operation of the food security system in an urban context asopposed to a rural one, should be noted and clarified. Two factorsled to this focus:

Firstly, one group of stakeholders involved in thepreceding process were concerned primarily with gettingfood to people who were in dire need, such as through thefood bank system. The other group had a broader focuson food which included this focus on those in need, butalso included a focus on local food production and thecapacity of the community to produce and manage thislocal food system. This latter focus included localagricultural producers but concentrated on the communityend of the production spectrum.

Secondly, the full spectrum of production in the region,and all the related issues, was the focus of the CRD’sRegional Sustainability Strategy’s Food Security Sub-Strategy, which was already underway before the StrategyRoadmapping process commenced, and will report after it.Thus it was neither necessary nor appropriate that thisprocess covered those issues.


1.3 Roadmaps are Dynamic

Strategic roadmaps are dynamic. The minute they are created,conditions change. This roadmap is no different. It should bethought of more as a framework and compass to guide inter-relatedsets and inter-dependent sequences of actions over the next threeyears as opposed to a rigid set of tasks. Actions should yieldoutcomes that support the realities of a dynamic environment.Without doubt, new initiatives will arise, different priorities will beset, new initiatives will be created and personnel will change. Tokeep the strategy vital it must be treated as a living document andupdated regularly, at least annually.

This strategic roadmap document is divided into two parts. Part 1describes the integral strategy process and the overall roadmapand puts it in context of the existing CRD food community networkand food system. Part 2 describes each of the capability areas infurther detail.


2. Integral Strategy

The Victoria Integral Strategy Practice (VISP) is a group of seniormanagement consultants experienced in the development ofactionable, outcomes-based strategies. The group uses acollaborative, outcomes-based planning approach, which producesa visual Strategy RoadmapTM – a powerful tool for building,communicating and understanding strategy (see attachedinformation brochure). This approach has been used verysuccessfully in the public, private and not-for-profit sectors to helpstakeholders work together to develop a shared vision andcommitment to shared action.

Integral Strategy™ engages stakeholders in thinking deeply abouta challenge where they need to take action. It is a powerful vehiclefor collaboration, and has been used in a wide variety of multi-stakeholder settings, including:

Organizations undertaking enterprise-wide initiatives withcross-functional teams

Organizations providing services to multiple externalstakeholders

Collaborative partnerships driven by mutual challengesand benefits

Formal networks with many peer-to-peer relationships

Local communities or community groups facing a sharedchallenge

Challenges can focus internally on an organizational or communitygoal, or externally on creating impacts in a larger system. They canalso focus on the present or on creating a desired future.

A facilitated dialog among stakeholders is used to co-createstrategy using a unique outcome mapping process – a new andproven approach that helps stakeholders work together to develop

a shared vision and the commitment to shared action. Stakeholdersfrom the whole system bring their individual perspectives andcollective knowledge to the conversation. Purpose-driven dialogconverges quickly in facilitated workshops where stakeholdersreach consensus on a shared strategic goal and develop an actionplan to achieve it. Integral Strategy™ confers an exceptional agilityon stakeholder communities that use it, and the system becomesmuch more adaptive.

The methodology has been used by a wide range of private, publicand not-for-profit organizations for challenges in communityservice, community development, economic development,healthcare, medical research, post-secondary education,knowledge and information sharing, resource management,environmental protection, climate change, energy, transportationand innovation.

Global Vision Consulting develops tools and methods to help multi-stakeholder communities take on complex challenges. The VictoriaIntegral Strategy Practice is a community of accreditedpractitioners who are experienced in applying these methods.

Email: [email protected]


3. Strategy Roadmap

The Strategy Roadmap captures on a page the pathway toachieving community food security in the Capital Regional District.This complex task starts by defining, with agreement amongstakeholders, a desired Strategic Outcome. This was agreed to be:

A food secure community provides healthy, sufficient andaffordable food for everyone in a coordinated, environmentallyresponsible and financially sustainable manner.

It was further recognized that this Strategic Outcome will beachieved if the following two key enabling outcomes were achieved:

People have access to a variety of healthy food optionsthrough a reliable, safe and environmentally responsiblecommunity food network.

A sustainable and adaptive community food network isenabled through collaboration, investments and innovation.

And if the Strategic Objective is achieved, a variety of impacts willfollow culminating in the following primary impact:

The health and quality of life for people in the Capital Region isenhanced.

It should be noted that this impact is dependent on a variety ofother determinants being in place, such as adequate affordablehousing, alleviation of poverty among others.

The key enabling outcomes are generally preceded by supportingoutcomes, and those outcomes will be achieved if specific actionsare undertaken. When grouped, these form a number ofCapabilities – areas in which efficient and effective action mustoccur if the key enabling outcome is to be operationalized.

In this Strategy Roadmap, nine capability areas were identifiedeach with its own key enabling outcome as follows:

Local Food Production - The community’s capacity to producelocal food is maximized.

Local Food Storage and Processing - The community has anincreased supply of fresh and processed local food.

Food Distribution Network - Food is distributed efficiently, safely,and in an environmentally sustainable manner.

Food Recovery and Waste Management - Food supply isincreased through effective, safe and environmentally responsiblefood recovery and waste management.

Food Access and Consumption - People have affordable,convenient and reliable access to a variety of healthy, culturallyappropriate foods, including local food, to meet dietary needs.

Food Literacy and Knowledge - People are food literate andunderstand and apply the benefits of a secure food network topersonal and community health and well being.

Coordination, Collaboration and Partnerships - The communityfood network is strategically lead, coordinated and guided bycommunity based strategic action plans.

Assets, Resources and investments - The resources, assets andinvestments are in place to build sustainable food networkcapabilities.

Innovation and Effective Practices - The food network adopts,adapts and develops innovations and effective practices.

The complexity of the Strategy Roadmap (see Appendix 1) is moresimply captured in the following logic model which portrays much ofthe previous discussion.


4. Strategic Approach

As with any strategic planning endeavour, while ‘the journey’ is ofcritical importance, the purpose is to guide action in directionswhich will enhance the long-term operation of the system. In thisregard, working in concert with stakeholders, the following broadareas of action were identified as priorities:

Food Production

o Promote mechanisms to assist urban citizens to accesslocal food through closer linkages to the producercommunity –this links to the CRD’s Regional SustainabilityStrategy process.

o Support a Food Council of Capital Region FoodAgriculture Initiative Roundtable (CR-FAIR) to conduct abylaw review preferably across all the local municipalities.

Food Processing

o Support co-location of existing food security organizationsinto one or more Food Hubs or neighbourhood communitykitchens and gardens.

Food Access

o Encourage strategic procurement by institutions such asmunicipal governments, post-secondary schools,

hospitals, schools and other VIHA entities to source localfood.

Food Literacy

o Scale up existing programming and explore core supportmechanisms to strengthen partnerships and target foodliteracy outreach to low income populations.

Coordination and Collaboration

o Strengthen the coordination and collaboration capabilitiesof CR-FAIR to expand its role to a ‘secretariat’ function.

Assets and Resources

o Formalize terms of reference for food security fundersroundtable to leverage existing and future resources in astrategic direction

o Expand research and data collection for long-termplanning e.g. on-line database of food network assets

o Provide targeted skills training for volunteers and paid staffof food security network members


5. Impacts


Generally speaking, the impacts that are identified are not withinthe scope of control of the community food network. But theirachievement will be enhanced if, and only if, the community foodnetwork is working effectively and both the Strategic and the KeyEnabling Objectives are achieved.

The Primary Impact will be as follows:

The health and quality of life for people in the Capital Region isenhanced.

Contributing to that, will be the following impacts being made by thecommunity food network:

o The need for emergency food by food insecure people iseliminated.

o Nutritious food is contributing to a healthy population.

o A local food network contributes to the social and economichealth of the community.

o A food network that supports and celebrates cultural diversity &food choices.

o A sustainable food network that fosters resilience to climatevariability and supports long term environmental health.

o A healthy food network that contributes to a resilientcommunity.

However it should be stressed that the health and quality of life ofpeople in the capital region depends on a variety of otherdeterminants such as:

o Poverty is alleviated.

o Adequate employment opportunities are available.

o Adequate affordable housing is available.

o Environment is healthy.

o Adequate social services are available.

PART B: CAPABILITY AREASFollowing are descriptions of each of the capability areas capturing context and key enabling outcomes for each capability. For each capability a table isprovided capturing the actions identified for each capability in addition to the immediate outcomes resulting from that action. In addition the table providesa tool for further planning for reach capability area providing for each action the Priority/Difficulty and Cost; Performance Measure; and Lead andSupporting Roles for the action. The intent is that an interested individual or group can leverage this tool as best meets their needs.


6. Capability Area Descriptions


6.1 Local Food Production

Capability Area Context

The Local Food Production Capability area focuses both on small farmcommercial food production and individual or community food production.For small farm production the key issues being considered focus onmaintaining the long term viability of farming in the CRD. For individual orcommunity production the focus is on removing barriers to urban based foodproduction for individuals or community groups.

Key Enabling Outcome

The key enabling outcome “The community’s capacity to produce local foodis maximized” helps to ensure that “Community food self-sufficiency andresilience are increased” which in turn helps to ensure “People have accessto a variety of healthy food options through a reliable, safe andenvironmentally responsible community food network.”

Ref# Action Immediate and Target OutcomePriority/Difficulty

and CostPerformance

MeasureLead and

Supporting Roles

FP-1 Enhance consumer awareness campaigns forlocal foods

“Consumers appreciate the value of local food” leading to“Local food production by small farmers is increased”

FP-2 Establish farm succession program “Existing farms remain in food production” leading to“Local food production by small farmers is increased”

FP-3 Encourage landowners to rent land to smallfarmers at affordable prices

“More agricultural land is brought into food production”leading to “Local food production by small farmers isincreased”

FP-4 Establish community land trust to supportlocal food production

“Local agricultural land is protected” leading to “Localfood production by small farmers is increased”

FP-5 Increase community support for urbanfarming

Commercial urban farming is increased

FP-6 Enhance public education programs topromote the benefits of local foodproduction

“More people want to grow and raise their food” leadingto “Non Commercial local food production is increased”



and CostPerformance

MeasureLead and

Supporting Roles

FP-7 Enhance education and training on foodproduction practices

“Individuals have the knowledge and skills to grow andraise food” leading to “Non commercial local foodproduction is increased”

FP-8 Amend local bylaws to support and encourageurban agriculture

“There are a variety of land options for individuals togrow and raise food” leading to “Non commercial localfood production is increased”

FP-9 Increase affordable options for people toobtain/share food production resources, e.g.tools

“Individuals have the resources to grow and raise food”leading to “Non commercial local food production isincreased”

FP-10 Educate people on opportunities to obtainlocal food

“Local food sources such as hunting and fishing arebetter utilized in a sustainable manner” leading to “Noncommercial local food production is increased”

FP-11 Identify priorities and amend appropriatebylaws and policies

Local bylaws and policies encourage and support urbanfood production

FP-12 Increase education on environmentallysustainable food production practices

Local food production is environmentally sustainable

FP-13 Enhance promotion to local businesses to buylocal food

“Local food industries and institutions use, sell andpromote local food products” leading to “Local foodproduction by small farmers is increased”

FP-14 Establish entrepreneurship, farmer skills andsafety training programs

“Small farmers have access to education and training”leading to “Local food production by small farmers isincreased”

FP-15 Establish and support food businessincubator programs

“Food business incubators encourage and support smallfarmers” leading to “Local food production by smallfarmers is increased”

FP-16 Establish private and public farmer loan andgrant programs

“Small farmers have access to Affordable capital”leading to “Local food production by small farmers isincreased”


6.2 Local Food Storage and Processing


The Local Food Storage and Processing Capability area focuses onproviding the necessary support needed by small farmers and foodprocessors, including community organizations with the skills, tools and localstorage and processing facilities needed to store and process locally grownfood safely.


The key enabling outcome “The community has an increased supply of freshand processed local food” helps to ensure that “Community food self-sufficiency and resilience are increased” which in turn helps to ensure“People have access to a variety of healthy food options through a reliable,safe and environmentally responsible community food network.”


and CostPerformance

MeasureLead and

Supporting RolesSP-1 Develop a public communication program to

build public support for storage andprocessing facilities

“There is political and community support for localstorage and processing facilities” leading to “Local zoningand policies support storage and processing facilities”

SP-2 Provide small farmers and processors withtraining on safe food storage andprocessing

Small farmers and food processors have the knowledgeand skills to store and process food safely

SP-3 Establish local or mobile abattoirs for smallfarmers and processors

“Local or mobile abattoirs are available to local farmers”leading to “More food is processed locally”

SP-4 Establish cost effective food hubs, e.g., acommunity owned and operated food hub

“Food storage and processing facilities and equipment areaccessible to small farmers and food processors at lowcost” leading to “Food waste is minimized” and “The shelflife of local food is increased” and “More food isprocessed locally”

SP-5 Establish food business incubators “Small food processors receive technical and businesssupport” leading to “More food is processed locally”

SP-6 Establish private and public food processorloan and grant programs

“Small food processors have access to affordable capital”leading to “More food is processed locally”

SP-7 Establish appropriate food safetystandards, practices, policies andregulations

“Appropriate food safety standards and practices are inplace” leading to “Standards, practices and controls arein place to ensure food is fresh and safe”

SP-8 Review and amend bylaws to support urbanfood storage and processing facilities

Local zoning and policies support storage and processingfacilities


6.3 Food Distribution Network


The Food Distribution Network Capability area focuses on the efficient andsafe distribution of all food in the CRD including both commercial and non-commercial sources in a collaborative and environmentally effective manner.


The key enabling outcome “Food is distributed efficiently, safely, and in anenvironmentally sustainable manner” ” helps to ensure that “Community foodself-sufficiency and resilience are increased” which in turn helps to ensure“People have access to a variety of healthy food options through a reliable,safe and environmentally responsible community food network.”


and CostPerformance

MeasureLead and

Supporting Roles

FD-1 Create information network on emergencyfood availability

“Up-to-date information is available on emergency foodsources” leading to “Food for the food insecurepopulation is effectively distributed”

FD-2 Continuously assess demand of food insecurepopulation

“Up-to-date information is available on the food insecurepopulation” leading to “Food for the food insecurepopulation is effectively distributed”

FD-3 Establish cost effective and timely fooddistribution methods for small farmers andfood processors

“Local food is distributed cost effectively” leading to“Food is distributed in a timely and cost effective way tominimize spoilage and waste”

FD-4 Create network of food distribution HUBS “There is an efficient network of food storage anddistribution facilities” leading to “Food is distributed ina timely and cost effective way to minimize spoilage andwaste”

FD-5 Define transportation needs and obtainneeded funding

“There is a safe, efficient and effective food deliveryinfrastructure, e.g. vehicles” leading to “Food isdistributed in a timely and cost effective way to minimizespoilage and waste”

FD-6 Implement appropriate food distributionsafety standards, practices and regulations

Food distribution practices ensure food safety

FD-7 Coordinate distribution of food to decreaseenvironmental impacts

Food is distributed according to good environmentalpractices



and CostPerformance

MeasureLead and

Supporting Roles

FD-8 Incorporate food distribution into communityemergency preparedness plans

Food is distributed effectively and quickly in a communityemergency


Strawberry Plants, James Bay Community Garden


6.4 Food Recovery and Waste Management


The Food Distribution Recovery and Waste Management Capability areaincludes both commercial and non-commercial operators and householdswith the focus of ensuring maximum food recovery back into the food systemand waste being composted and utilized locally.


The key enabling outcome “Food supply is increased through effective, safeand environmentally responsible food recovery and waste management”helps to ensure that “Food is distributed efficiently, safely and in anenvironmentally sustainable manner” which in turn helps to ensure “Peoplehave access to a variety of healthy food options through a reliable, safe andenvironmentally responsible community food network.”


and CostPerformance

MeasureLead and

Supporting Roles

FR-1 Enhance food recovery programs “Food recovery resources and infrastructure are in place,e.g. gleaning” leading to “Non commercial excess food isrecovered efficiently and reliably for distribution”

FR-2 Enhance food recovery support programs “Community supports food recovery” leading to “Noncommercial excess food is recovered efficiently andreliably for distribution”

FR-3 Ensure food recovery practices meet legalrequirements

“Legal safeguards protect food contributors againstliability” leading to “Commercial food providersefficiently and reliably recover food for distribution”

FR-4 Enhance public recognition programs for foodcontributors

“Food contributors receive public recognition andappreciation” leading to “Commercial food providersefficiently and reliably recover food for distribution”

FR-5 Establish guidelines and training forcommercial food recovery

“Guidelines and training exist for food recovery” leadingto “Commercial food providers efficiently and reliablyrecover food for distribution”

FR-6 Increase distribution of compost to localfarms

Local retention of soil nutrients is maximized

FR-7 Establish composting guidelines and supportfor non recoverable food

“Non recoverable compostable food is composted” leadingto “The composting of household and non recoverablefood waste is maximized”



and CostPerformance

MeasureLead and

Supporting Roles

FR-8 Increase network of composting facilities “Convenient and efficient composting infrastructure is inplace” leading to “The composting of household and nonrecoverable food waste is maximized”

FR-9 Enhance bylaws and policies that encourageand support composting

“Bylaws, policies and guidelines support food composting”leading to “The composting of household and nonrecoverable food waste is maximized”

FR-10 Increase composting support and trainingprograms

“People support and know how to compost” leading to “Thecomposting of household and non recoverable food wasteis maximized”


BC Apple, Niagara Grocery, James Bay


6.5 Food Access and Consumption


Although the overall focus of the Food Access and Consumption Capabilityarea is achieving food security at the community level a key component of itis ensuring the needs of the food insecure are being effectively met with agoal to achieving individual self-reliance and maximizing use of local foods.


The key enabling outcome “People have affordable, convenient and reliableaccess to a variety of healthy, culturally appropriate foods, including localfood, to meet dietary needs” helps to ensure that “People have access to avariety of healthy food options through a reliable, safe and environmentallyresponsible community food network.”


and CostPerformance

MeasureLead and

Supporting Roles

AC-1 Develop strategy for communicating locationsof healthy foods, e.g., web, social media

“People know where to obtain healthy, affordable food,e.g. local markets” leading to “People have convenientaccess to a choice of healthy, affordable foods”

AC-2 Encourage and promote production andavailability of a variety of culturallyappropriate foods

“Foods consistent with cultural traditions are readilyaccessible” leading to “People have convenient access toa choice of healthy, affordable foods”

AC-3 Increase involvement of food insecure peoplein defining emergency food programs

“Appropriate food programs are in place for foodinsecure people” leading to “Food insecure people havereliable and affordable access to healthy food”

AC-4 Increase emergency food capacity “Emergency food programs reliably and equitably providesufficient healthy food to food insecure people” leadingto “Food insecure people have reliable and affordableaccess to healthy food”

AC-5 Expand cooperative food buying options “Food cooperatives and buying clubs provide affordableaccess to healthy food” leading to “Food insecure peoplehave reliable and affordable access to healthy food”

AC-6 Enhance meal delivery programs “Meal delivery infrastructure is in place” leading to“Healthy food and meals are delivered to those who areunable to access or prepare food”

AC-7 Expand community kitchen programs “Welcoming community kitchens are established” leadingto “Healthy food and meals are delivered to those whoare unable to access or prepare food” and “People have



and CostPerformance

MeasureLead and

Supporting Roles

convenient access to food preparation tools andfacilities”

AC-8 Create/amend bylaws and policies to supportaccess to healthy food and food literacy

Bylaws and policies support access to and consumption ofhealthy and local food

AC-9 Encourage institutions to promote andprovide healthy food options and local food

“Public institutions , e.g. schools, provide healthy foodsincluding local food” leading to “People have a choice ofhealthy foods and meals when eating out”

AC-10 Encourage restaurants to promote andprovide healthy food options and local food

“Restaurants provide healthy food options, including localfood” leading to “People have a choice of healthy foodsand meals when eating out”

AC-11 Increase accessible food literacy educationprograms including school curricula

People have the knowledge and skills to choose healthyfoods and prepare healthy meals

AC-12 Increase promotion of local food in foodretail industry and markets

“Locally produced food is readily accessible” leading to“People have convenient access to a choice of healthy,affordable foods”


Rainbow Chard, James Bay Community Garden


6.6 Food Literacy and Knowledge


The focus of the Food Literacy and Knowledge Capability area is ensuringall families or individuals in the community have the opportunity to becomefood literate with the necessary programs developed and infrastructure inplace to deliver the programs. Integrating local foods into the diet is a keyfocus.


The key enabling outcome “People are food literate and understand andapply the benefits of a secure food network to personal and communityhealth and well being” helps to ensure that “People have access to a varietyof healthy food options through a reliable, safe and environmentallyresponsible community food network.”


and CostPerformance

MeasureLead and

Supporting Roles

FL-1 Utilize communication technologies, e.g.,Internet and social media for knowledgesharing

Communication technologies support knowledge sharing

FL-2 Enhance formal and informal networks toshare and exchange food knowledge andexperience

People share knowledge and experience to increase foodliteracy

FL-3 Develop a communication program to buildpublic understanding of the food network

“People understand how their food network operates”leading to “People understand the food network and thelinks to personal health and community wellbeing”

FL-4 Develop a program to build publicunderstanding of the linkage between thefood network and wellbeing

“People understand the linkage of the food network toCommunity wellbeing” leading to “People understand thefood network and the links to personal health andcommunity wellbeing”

FL-5 Develop a program to build public awarenessof the benefits of local food production

“People know the value of and support local foodproduction” leading to “People understand the foodnetwork and the links to personal health and communitywellbeing”

FL-6 Incorporate the health connection into foodliteracy programs

“People learn the health benefits of healthy, nutritiousfood” leading to “People understand the food network andthe links to personal health and community wellbeing”

FL-7 Enhance relationships with institutions thatprovide education programs

“There is a wide range of accessible food literacyeducation programs” leading to “People increase foodliteracy through education programs”

FL-8 Incorporate a food literacy perspective ingovernment planning and policy frameworks

Food literacy is supported by government policies


6.7 Coordination, Collaboration andPartnerships


The intent of Coordination, Collaboration and Partnerships Capability area isto ensure the entire community network is collaboratively working towards ashared community defined vision of what needs to be achieved and thatthere is a “secretariat” like function in place that is helping the communitynetwork to achieve that vision.


The key enabling outcome “The community food network is strategicallylead, coordinated and guided by community based strategic action plans”helps to ensure that “A sustainable and adaptive community food network isenabled through collaboration, investments and innovation”


and CostPerformance

MeasureLead and

Supporting Roles

CP-1 Create a community driven process for thefood network strategy

“All stakeholders participate in setting the strategy,goals & priorities for the community food network”leading to “Food network obtains needed political andcommunity support and investments” and “Accountabilityto community for food system performance is enhanced”

CP-2 Develop a Strategy Roadmap settingstrategic direction and priorities

“Food network is guided by a strategic vision action planand targets” leading to “Food network obtains neededpolitical and community support and investments” and“Accountability to community for food systemperformance is enhanced”

CP-3 Establish a community based Food PolicyCouncil

“Community network food network has the means toagree on strategy and priorities” leading to “Foodnetwork obtains needed political and community supportand investments” and “Accountability to community forfood system performance is enhanced” and “Municipal andprovincial legislation, bylaws and policies support the foodnetwork”

CP-4 Establish a coordinated advocacy strategy “All food network stakeholders are engaged in definingneeds and priorities” leading to “Food network obtainsneeded political and community support and investments”and “Municipal and provincial legislation, bylaws andpolicies support the food network”



and CostPerformance

MeasureLead and

Supporting Roles

CP-5 Incorporate a food security perspective ingovernment planning and policy frameworks

“There is a coordinated and consistent food securityfocus to all government policies” leading to “Municipal andprovincial legislation, bylaws and policies support the foodnetwork”

CP-6 Establish partnerships to conduct studiesand projects

Researchers effectively undertake food network studiesand projects

CP-7 Provide CR-FAIR with long term core‘secretariat’ funding

“A food network coordination and communication functionexists” leading to “Community food networkcommunication to stakeholders is effective” and“Activities in the community food network arecoordinated effectively” and “Synergisticand effective partnerships are established”

CP-8 Establish collaboration strategy, training andcoaching programs

”Organizations have the capabilities to collaborateeffectively” leading to ”Synergistic and effectivepartnerships are established”

CP-9 Establish food network key performancemonitoring processes

”Mechanisms are in place to monitor food networkperformance” leading to ”Accountability to community forfood system performance is enhanced”


Cowichan Valley Asparagus, Niagara Grocery, James Bay


6.8 Assets, Resources and Investments


The Assets, Resources and Investments Capability area is concerned withthe entire community food network being adequately financed; having thenecessary people, including staff and volunteers in place; and with adequatephysical infrastructure (buildings, vehicles, machinery, tools) in place, all tooperate effectively and sustainably. There is a focus on acquiring orleveraging community owned infrastructure. Note the focus is also“investment” versus “funding”.


The key enabling outcome “The resources, assets and investments are inplace to build sustainable food network capabilities” helps to ensure that “Asustainable and adaptive community food network is enabled throughcollaboration, investments and innovation”


and CostPerformance

MeasureLead and

Supporting Roles

AR-1 Create a database of food network assets “An up-to-date inventory of all food network assets andresources is maintained” leading to “Food network assets& resources are shared whenever possible”

AR-2 Develop a public-private investment strategy “Investments in the food network support financialsustainability” leading to “Food network is financially selfsustaining”

AR-3 Implement financially sustainable businessmodels for the food network

“Food network models support financial sustainability”leading to “Food network is financially self sustaining”

AR-4 Establish cost effective food hubs, e.g., acommunity owned and operated food hub

“Shared food infrastructure decreases food networkcosts” leading to “Food network is financially selfsustaining”

AR-5 Enhance programs to supplement wageswhere needed to ensure a living wage

“The food network provides employment opportunitiesfor food insecure people” leading to “There are sufficientpeople resources in place to effectively maintain thecommunity food network”

AR-6 Establish an effective volunteer recruitmentand retention strategy

“Food network utilizes, shares and recognizes volunteerseffectively” leading to “There are sufficient peopleresources in place to effectively maintain the communityfood network”

AR-7 Enhance subsidy programs for volunteers asnecessary , e.g., transportation assistance,childcare

Support programs are in place to allow people toparticipate as volunteers” leading to “There aresufficient people resources in place to effectivelymaintain the community food network”


6.9 Innovation and Effective Practices


The Innovation and Effective Practices Capability area is focused on theentire food community network from Local Food Production to Food Accessand Consumption benefiting both from new innovations and from existingpractices that have proven to be effective..


The key enabling outcome “The food network adopts, adapts and developsinnovations and effective practises” helps to ensure that “A sustainable andadaptive community food network is enabled through collaboration,investments and innovation”


and CostPerformance

MeasureLead and

Supporting Roles

IE-1 Establish forums for innovation andinformation/experience sharing

“Food network has a culture of innovation and sharing”leading to “The most appropriate innovations andpractices are adopted, adapted or dev eloped”

IE-2 Establish research partnerships “Food networks’ research capacity is increased ” leadingto “The most appropriate innovations and practices areadopted, adapted or dev eloped”

IE-3 Identify sources of food innovationinvestments

Investments are available for testing and implementinginnovations and practices


Appendix 1 Strategy Roadmap (Small Scale)

[pdf copies available at CR-FAIR: http://www.communitycouncil.ca/


Appendix 2 Participants in Developing the Strategy Roadmap

Attendees to May 1 WorkshopKristina Bouris, City of VictoriaRoy Brooke, City of VictoriaMary Colak, MNC Consulting Group Inc.Jackie Cox-Seigler, Mustard SeedTracy Cullen, Horner FoundationFiona Devereaux, Aboriginal Health, VIHARupert Downing, Community Social Planning CouncilKristi Fairholm Mader, City of Victoria Green EconomyJason Found, Vict. Community Food Hub SocietyLee Fuge, Victoria Public Market SocietyLinda Geggie, Community CouncilJanelle Hatch, VIHAGreg Kazakoff, Cand., Oak Bay Gordon HeadPeter LeBlanc, GC Farmers Market Nutrition programAl Lindskoog, Rainbow KitchenDwane MacIsaac, Island Chefs CollaborativeRichard Marshall, 9-10 ClubMarg Rose, Victoria Foundation

Larry Pedersen, Advisor to Victoria FoundationEileen Pepler, Health economistCatherine Schissel, United Way of Greater VictoriaJeanette Sheehy, LifeCycles ProjectKelsey Singbeil, Fernwood Neighborhood Resource GroupAaron Topley, CR FAIR Food Literacy working groupJeff Weightman, CRDPeggy Wilmot, Faith in Action

Action GroupKristina Bouris, City of VictoriaTracy Cullen, Horner FoundationLinda Geggie, Community CouncilJanelle Hatch, VIHAMarg Rose, Victoria FoundationCatherine Schissel, United Way of Greater VictoriaJeff Weightman, CRDJeanette Sheehy, LifeCycles ProjectRudi Wallace, Mustard Seed

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